Sellafield Site Strategy

Paul Foster

Chief Operating Officer

Sellafield Ltd

Sellafield – Nuclear History Spanning more than 60 years

1940s/50s

• Nuclear work begins -- first military then civil

1960s/70s

• Magnox reprocessing starts

• Increasing waste storage

1980s 1990s

• Reprocessing commercialisation – Thorp

• Contemporaneous waste treatment and disposability

• Full recognition of legacy challenges

• NDA formed

• NMP selected as PBO

2000s

• Continued expansion of site facilities

• Stronger focus on waste treatment and environmental protection

Sellafield Today

£1.8bn| annual budget

£300m| Local supply chain spend

11,000 employees at

Sellafield

Largest industrial site in Europe

Sellafield Ltd StrategyVisionThrough the safe and expert delivery of our mission we will be recognised as an efficient, honest and hardworking organisation that will play a significant role in Britain’s energy future.

MissionTo deliver safe, secure, site stewardship whilst demonstrating value for money and urgency in the reduction of risks and hazards posed by Sellafield’s historic facilities and wastes.

Key to Britain’s Energy FutureWe will achieve our Mission and Vision by keeping Sellafield safe and secure, by making demonstrable progress in all of our activities and by providing a return on the investment made by stakeholders in the Sellafield site.

Strategic objective 1:To achieve the highest appropriate standards in environmental performance, health of our employees, safety, security, safeguarding of nuclear material and quality of operations 1

ACEMAN is a human performance tool that we use to help teams identify and recognise the barriers that they face daily when completing their work.

We use the MoveSMART® occupational injury prevention programme which raises safety awareness and aims to ease strain and stresses on the body to help prevent injuries.

The safety of the site, our employees and the protection of the environment is a core value for Sellafield Ltd.

Within the Magnox Swarf Storage Silos, we have successfully reduced the radioactivity levels of the liquor held in the facility using existing ion exchange equipment at Sellafield.

Strategic objective 2:To invest intelligently in infrastructure to ensure security and operational resilience

Delivery in action

Deployment of a Guard Force for the Sellafield site.

Delivery of Infrastructure improvement through the Infrastructure Strategic Alliance (ISA).

2The requirement to safely and securely manage nuclear material in above ground storage at Sellafield will continue for many decades to come.

In recognition of this custodianship, and in line with their ongoing commitment to the safety of Sellafield, the government and NDA are investing in the security of the site.

Our strategy of maintaining and improvingthe site’s infrastructure and assets includes arange of investments in security, emergencymanagement, resilience and infrastructure.

Landmark agreement between Sellafield Ltd and TEPCO will allow better access to the Sellafield supply chain.

Strategic objective 3:To ensure our stakeholders, especially our workforce and communities, understand and support what we do and how we do it

Delivery in action

3By its nature, the work that we do at Sellafield is complicated. It isn’t easy to understand technicalprocesses within nuclear facilities and programmes of work that stretch beyond our lifetimes.

Britain’s Energy Coast vision for West Cumbria is as the “centre for excellence”, the go-to place for all things nuclear and energy related. Key to success is attracting new opportunities and understandinghow our local supply chain could maximise benefit from these openings. We are developing our responsible procurement philosophy to help create the right environment for local businesses to grow and flourish.

As a result of this engagement, we have embedded direct socio-economic criteria into the 3m³ box Invitation to Tender.

We are working with stakeholders on a pilot project, procurement of 3m³ boxes to package waste coming out of the decommissioning programme.

Understanding the aspirations of our local community and matching these to our future business and skills needs is the starting point of developing the best procurement strategy.

Strategic objective 4:To accelerate risk and hazard reduction

Delivery in action4

Our strategy is to mitigate and then eliminate the risks posed by the large accumulations of nuclear materials in decades-old facilities at Sellafield, particularly those in the legacy ponds and silos classified as “intolerable risk”.

Improved delivery through Decommissioning Delivery Partnerships.

Demolition of Pile 1 chimney.

Construction of the Silo Emptying Plant (SEP) machines to support Magnox Swarf Storage Silo (MSSS) retrievals.

Strategic objective 5:To complete timely reprocessing and provide ongoing services to the nuclear industry

Delivery in action5

The strategy for Magnox fuel is to reprocess all spent Magnox fuel as early as possible including any fuels which are compatible with Magnox reprocessing from the Dounreay nuclear site in Scotland.

The strategy for Oxide fuel is to complete the Light Water Reactor fuel and Advanced Gas-cooled Reactor contracts as soon as possible which will see the end of reprocessing with the Thermal OxideReprocessing Plant (Thorp).

Any future arisings of fuel on to the Sellafield site will be placed in long term storage pending disposal.

The Magnox Reprocessing Plants first processed fuel in 1964 and have reprocessed more than 50,000 tonnes of spent Magnox fuel.

Thorp has been reprocessing spent oxide fuel since the 1990s. The facility has generated a substantial income for the UK.

Strategic objective 6:To deliver our major projects through programme and project excellence

Delivery in action6

Our primary mission at Sellafield is the accelerated clean up of our legacy facilities. In order to complete these and other decommissioning projects, it isnecessary to design, construct, commission and operate new waste treatment facilities.

Joining forces to achieve priority decommissioning at Sellafield through the Design Services Alliance (DSA).

Delivery of Sludge Packaging Plant (SPP1).

Delivery of Evaporator D.

Strategic objective 7:To be open and transparent about our performance and drive recognition of our success to ensure we are the workforce of choice for current and future missions

Delivery in action7

For more than thirty years, we have delivered against a commitment to provide information about our operations at Sellafield in an open and transparent way. In the past this included the development and operation of a visitors centre andcoach tours of the site for thegeneral public.

Information and briefings to the West Cumbria Sites StakeholderGroup (WCSSG) as part of ourstakeholder engagement activities.

Opening of the Sellafield Story in the Beacon.

Solving company-wide issues with company-wide solutions,and greater oversight and integration of performance improvements.

Strategic objective 8:To invest in our people and make best use of supply chain partners; having the right people, with the right skills in place at the right time

Delivery in action8

Sellafield is key to the UK nuclear capability and willcontinue to play an important role in the future. Locally, the site will continue to provide significant levels of employment both directly and through thesupply chain.

Targeting increased SME spend across the entire NDA estate.

Investing in the next generation.

Strategic partnering.

Strategic objective 9:To provide our communities and taxpayers a socio economic and growth return on their investment at Sellafield

Delivery in action9

Our partnership approach remains part of our strategy for the site and will see us continue to play a full part in the socioeconomic development and regeneration of West Cumbria.

Port of Workington:More than £5.5m of nuclear money, invested by NMP and the NDA, has improved the Port of Workington, opening Cumbria to international trade.

Supply chain working group.

Britain’s Energy Coast: Together with NMP and the NDA, we provide £6m of funding to the BEC project every year.

Strategic objective 10:To drive taxpayer value for money

Delivery in action10

The Nuclear Decommissioning Authority (NDA) invests the majority of its annual budget on our work programmes at Sellafield. Their investment in Sellafield as their priority site continues to grow; meaning that we are responsible for the effective use of over £1.8bn of taxpayer money every year.

Support to UK nuclear fleet.

Fuel storage and material consolidation.

Corporate Targets – 2014/15

• Ongoing project progress on substation 6 and 7 replacement

• Improved asset management PAS55

• Restore gas turbine 1

• MSSS: SEP 2 machine inactive commissioning

• SPP1 plant available for active commissioning

• PFCS: Manufacture equipment for hole cutting complete

Complete north wall preparations

• Pile 1: Completion of filter gallery demolition

• SDP: Complete commissioning of the prototype tipping / mixing rig

• Evaporator D: Completion of module pipe hook up spools

• EPS 3 Licence instrument to commence active commissioning received

• Supply chain plan established including procurement plan, engagement with small / medium enterprises and strategic partners

• 20% contract value placed with small/medium enterprises

• Delivery of a structured framework to support technology acquisition from medium enterprise community

• 100% searching implemented at first Island Site boundary

• MSSS: Completion of external seismic strengthening 2nd extension

• Complete north wall preparations

• Project preliminary design review complete

• Deploy improved commercial arrangements and integrated project, engineering and acquisition strategies

• Open Sellafield exhibition at the Beacon, Whitehaven

• Project capability improvements against p3m3 best practice scores, 10% increase on 2013/14 scores

• Implement coherent and integrated programme management

• Sponsorship and support to enhancing skills across the nuclear industry

• Achieve DECC approval for category management acquisition strategy

• In-cell cranes category management

• Socio-economic strategy published

Corporate Targets – Supply Chain